www.through-life-engineering-services.org

Through-life Engineering Services Standardization:

PAS 280:Through-life engineering services

Dr. John Erkoyuncu

E: j.a.Erkoyuncu@cranfield.ac.uk

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Content

• Introduction to TES

• TES Strategies

• PAS 280

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Introduction

Source: ATI TES Strategy 2017

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The Business Imperative

• Customers and wider stakeholders demanding better value for their

investments over the whole life cycle

• OEMs contracting to supply availability (and capability) rather than

platforms

• OEMs growing their service business at the expense of traditional

service companies

• Issues of cascading this contract model over complex supply networks

• Technology driving faster and faster changes

• Today’s designers and manufacturers and the transmission of tacit

knowledge

© Cranfield University 2018

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Through-life

Engineering Services

Technology Strategy

for UK Aerospace

Sector

Source: ATI (2017), “Through-Life Engineering Services Technology Strategy for the UK Aerospace Sector”, www.ati.org.uk/resource/life-engineering-services-technology-

strategy-uk-aerospace-sector/

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Opportunities

Deliveries Forecast (2016-2035)

Source: ATI TES Strategy 2017

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Aftermarket for Civil Aircraft

Aftermarket value: Maintenance & Engineering

Global MRO Spend (2016 vs 2034)

Aftermarket Supply Share (2016)

Revenues>£15bn

Jobs>57,000

GVA>£4.9bn

Source: ATI TES Strategy 2017

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ATI – TES Framework: Aerospace

Source: ATI TES Strategy 2017

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PAS 280:Through-

life engineering

services –

Adding business

value through a

common framework

– Guide

Source: https://shop.bsigroup.com/ProductDetail/?pid=000000000030371030

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• Through-life engineering services (TES) are a set of capabilities,

techniques, business thinking and network behaviours that, when

applied to major assets, optimizes their value and cost (e.g. keeping

major assets working better, for longer, more economically).

• Major assets are generally understood to comprise complex engineered

products, systems or system of-systems with an overall life measured in

decades (e.g. 10 - 100+ years) and a need for significant in-use support

investment.

PAS 280

TES Definition

Source: PAS280:2018

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Key Drivers for TES capability improvement

Customer Demand

• Procuring assets to TES

• Improve availability & reliability & Increase Life

• Maintain optimum whole-life cost

Revenue

• Stabilise and increase growth & profitability

• Mitigate macro-economics impact on product sales and development

Competitiveness

• Currently MRO govern maintenance of assets

• TES can transfer the market share to OEM

Enabling Technologies

• Advanced business models supported by connected, data-centric tech

• Smart technology & capability investment will boost product performance & availability

Exploit Through-life Data

• Inform continuous improvement in the quality of through-life services during the lifetime of existing major assets

• Inform the design of the next iteration of both the major asset itself and its support solution

Source: PAS280:2018

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Key Challenges for ATI-TES

• Strong technology orientation thus inhibiting transformation to a service-oriented culture

Embedded Product / Service

• Replace product-centric with service centric function

• Organisational response and interface a barrier for integrated offering

Integrated Offerings

• Product, process and service alignment to offer integrated offering

• Performance metrics and not manufacturing-metrics for measuring delivery

Internal Processes & Capabilities

• Issues with culture, cooperation and common platform

Strategic Alignment

• Barrier due to transactional relationships

• Non-reflection of relationship changes between product and customer with suppliers

Supplier Relationships

Source: PAS280:2018

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Common framework for TES

Source: PAS280:2018

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• Business context: demands placed on asset

• Adoption maturity: changing levels of capability maturity

• Value proposition: Planning activities should address any risk

• Process lifecycle: Long-life major assets can outlast their original

equipment supply chain.

• Condition of supply: variable condition of supply

• Demand uncertainty: 1) major asset functions and degrades as expected

in use, and 2) whether the customer’s usage is as expected

• Obsolescence and counterfeits: affecting the life cycle

• Enabling capabilities: assisting with planning & responding to activities

1. TES Organizational Capabilities

Areas to consider for planning

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1. TES Organizational Capabilities

Source: PAS280:2018

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• Determining the course of actions necessary to achieve the TES

requirements, objectives or outcomes for the major asset.

•

• Planning activities enable a balance to be struck between the supply and

demand of support services:

o Requirements and status (predicted or measured);

o Risks, gaps and opportunities;

o Prioritizing and authorizing activity; and

o Scheduling actions to ensure effective, timely, on-cost delivery.

Framework for TES: TES Organizational Capabilities

1.1 Planning

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• TES solutions can offer a range of product / service enabled business

models or options to their customers to provide them the optimum value

for their major asset.

• The provider’s structure and capability needs to be tailored to the

maturity of the customer and their requirements.

• Favourable outcomes, such as profitability on the provider side of the

contract, affordability on the customer side, and viability of the contract

itself over periods of potentially several decades all depend on the

contribution made by TES.

1. TES Organizational Capabilities

1.2 Business context and policies

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• Organizational readiness is concerned with making the transition from

the traditional business model to the TES business model

• A good understanding of the options is needed

• Risks and unknowns associated with a proposed TES solution should be

explored through pilot trials and experimenting.

1. TES Organizational Capabilities

1.3 Organizational readiness

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• Knowledge

• Tools and standards

• Digital technologies

oIoT

oDigital twins

oData analytics

oetc.

1. TES Organizational Capabilities

1.4 Enabling capabilities

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AVOID physical degradation of the major asset

CONTAIN impact

RECOVER health

CONVERT experience to incremental value

2. TES Value Streams

Source: PAS280:2018

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• Evaluating options for the mitigation of deterioration

• Identifying the drivers for deterioration and failures

• Evaluating/ Incorporating inoculation methods

• Identifying deterioration and failure modes

2.2 TES Value Streams - Avoid

AVOID

Min. the need for support

interventions

Max. effectiveness

of TES interventions

Min. cost of TES

Source: PAS280:2018

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• Monitoring the usage and health of the major asset

• Identifying and prioritizing operational issues

• Preparing a business case for a selected intervention

2.3 TES Value Streams - Contain

CONTAIN

Min. life consumption

rate

Mitigating operational

risk

Restorative maintenance

Resolving specific risk

issues

Source: PAS280:2018

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• Reviewing the usage history, condition, and intended future use of each

configuration items (CIs) exhibiting insufficient useful functionality

• Applying a sequential decision process to whether to reuse, repair,

replace, or dispose of and recycle a major asset.

2.4 TES Value Streams - Recover

RECOVERAcceptability

Inspectability

Repairability

Replaceability

Disposability

Source: PAS280:2018

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2.1 TES Value Streams - Convert

Setting optimum requirements for the major asset, its operation and its support policies (defining the required net value)

Planning around a realistic expectation of the major asset’s in-operation value delivery and cost of support (planning against the probable net value)

Reacting to the emerging reality of major asset value-in-use and cost of support

Identifying, prioritizing and justifying risk management and opportunity exploitation options (changing the future net value reality).

Source: PAS280:2018

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Build the concept and design of the TES solution

3. TES Execution Process

3.1 Develop

Develop

Produce solution

Validate solution

Asses demand

Source: PAS280:2018

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Brings the TES solution to readiness for utilization

3. TES Execution Process

3.2 Prepare

Prepare

Prepare processes

Prime and

validate

Prepare commercial

Source: PAS280:2018

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Continuous delivery of TES during the in-service operations

3. TES Execution Process

3.3 Utilise

Delivered continuously • Deliver

services

Deficiency in delivery of products or TES should be resolved as quickly as possible

• Manage incidents

Source: PAS280:2018

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Managing the possible reduction in supply of TES

3. TES Execution Process

3.4 Retire

Prepare retirement

Perform retirement

Source: PAS280:2018

www.through-life-engineering-services.org

Dr John ErkoyuncuDirector of TES Centre

Through-life Engineering Services Centre (TES), Building 30

School of Aerospace, Transport and Manufacturing, Cranfield University, MK43 0AL

j.a.erkoyuncu@cranfield.ac.uk | +44 (0) 12 3475 4717

Thank you